Want Beverages is a business owned and operated by Bill and Angela Moffat alongside their Spellbound business, that sells energy drinks to young action sports consumers in Canada. They are faced with the challenge of defining their distribution intensity within their financial constraints, such that their product is convenient and available to their consumers and increases brand awareness among their target market. Want has a differentiated product that is promoted effectively to its niche market, but lacks the external financing and human resources required to achieve a desired level of profitability and brand awareness. The company is faced with negative retained earnings and struggles to succeed in the rapidly growing, highly competitive energy drink industry dominated by Redbull. Want must develop a defined marketing plan in order to attract potential equity investors or lenders.…
Anheuser-Busch is America’s most popular brewery. At Anheuser-Busch we only accept excellence in the products we make and excellence in the people that help make them. With 46.4% market share in the U.S., we pride ourselves on the ability to take only the finest ingredients and produce world-class beer. Anheuser-Busch has strong brand awareness and loyal consumers. With that said, we face the challenge of potential loss in market share due to an increase in craft breweries and changes in our consumers taste.…
In 1982, AB launched Bud Light, which was extremely successful because (1) firstly, it was targeted at the core users of light beer i.e. 25-44 year old upscale professionals. Lite on the other hand had chosen to stay off-strategy and continue their old campaign targeting 21-34 year old males with blue-collar occupations. (2) Secondly, it positioned itself as the light beer with superior quality for this target or upscale professionals. Budweiser’s brand equity of being a superior beer and the Clydesdale spot served to reinforce their positioning.…
With recent declining sales for Mountain Man Beer Company (MMBC), Chris Prangel is considering launching Mountain Man Light as a brand extension aligned with changes in beer drinkers’ preferences. He is seeking to maximize market coverage while minimizing brand overlap, and at the same time avoiding any brand equity damage, as MMBC’s core consumer segment is significantly different from the new targeted segment. Chris expects to negate declining sales of Mountain Man Lager and capture market share in the fast-growing light beer category, which accounted for 50.4% of all beer sales by volume in 2005 in the East Central Region (Exhibit 1). More specifically, Chris wants to capitalize on Mountain Man’s brand recognition in the region and capture a meaningful share of the local light beer market, a market in which MMBC currently has no presence. In addition, he is hoping a successful launch of Mountain Man Light in the local on-premise locations will boost the lagging sales of Mountain Man Lager.…
|NUS | |MKT4415B | |Mountain Man Brewing Company: Bringing the Brand to Light | | | |Nur Azlyn bte Mohd Khalid | |2-Nov-2011 | |Prepared for: Dr Chng Peng Sim | |Examining the issue of product development and its cost-benefit analysis | Table of Contents 1. INTRODUCTION 3 1.1 Defining the Problem …… ……. 3 1.2 The Beer Industry – East Central Region 4 2.…
Using the Consumer Questionnaire Results, 62.1% of consumers surveyed has consumed Coors in the past; also 48.8% liked or strongly liked Coors. We also learned in this questionnaire that 65.2% bought their beer from supermarkets. From this consumer analysis, Larry could invest in Coors and make his main availability of product at supermarkets. According to the Retailer Questionnaire Results, Coors has the same taste as Miller and Miller Lite, but it is more expensive than the other brands of beer sold.…
Potential: Overall, the light beer segment has tremendous potential. In east central region, the consumption of light beer is 50.4% compared to 19.7% for premium beer. The market also has an increase rate of 4% annually compared to a 4% decrease for premium beer. In the meantime, Mountain man…
In the article, "The Mountain Man and American Anguish" in the Journal of Popular Film & Television, Patrick McCarthy reflects on movie production and the image of mountain men. Contrary to how mountain men are shown in contemporary American pop culture media, McCarthy claims that there is a greater connection between that period of time and the different cultural challenges we face today.…
Overview The Boston Beer Company has had amazing success in its transition from a small scale microbrewer to a large scale national brewery. Almost all of the company’s success is due to the Samuel Adams Lager product line, which has hardly changed from the founding of the company in 1984, to the IPO in 1995, to the present day. In fact, much of the appeal of Samuel Adams comes from its microbrew image and the founder, Jim Koch’s, commitment to the brewing process and a premium beer. In recent years, however, the company has implemented a new strategy for growth which has included introducing a light beer that will have more mainstream appeal. While this has increased profits for the company, it has also left the company vulnerable to entry by diluting its brand name. For this reason, the company’s strategy for the immediate future has to make a significant shift, from a strategy of growth to a strategy of protection. It must focus on maintaining its current profits by preventing entry both from small breweries looking to copy the BBC’s strategy and from large breweries looking to use their expansive resources to steal some of BBC’s market share.…
2) The light beer industry share for USA was 50.4% of the total beer market and if Mountain Beer Light was introduced there was a chance that the Premium Mountain Man Light customer base would be alienated and this would lead to the brand erosion of Mountain Man Lager. So for mountain beer light to be successful the brand needs to be promoted in such a way so that there is no cannibalization of the prime brand Mountain beer Lager.…
To start, we must understand that the approach to the brand is different for non-users and ex-users. Non-users have possibly never tried our product, whereas ex-users have but have rejected it. Building awareness of our product to non-users may be necessary. Conversely, ex-users are all aware of our product but do not have an affinity for Roaring Fork Beer. Furthermore, we must identify whether the reason our product is rejected is sensory or perceptual. The case, there is a great deal of supportive evidence that leads us to believe the insight is sensory. Describing the taste as “chemically, gassy, bad and flat” are descriptive and tangible. Since our targets dislike the taste, we have the option of investing in either changing the sensory of our target or accommodating them by changing the taste. While changing the taste may attract these nonusers, we risk alienating our current users and potentially losing brand equity. Creating a sister product may also risk brand identity, while marketing would be problematic because ex-users would associate the old taste to the sister brand. Overcoming that barrier would be expensive. However, there are some qualities identified by these nonusers that we can build on to overcome the disposition towards our product. The main attributes to our advantage are: a) “It’s the beer that I prefer when I am out drinking” b) “It is reasonably priced” and c) our target identifies a drinker of RFB as a working man that is a common laborer. We can thus build a campaign that centers on a beer consumed in a social outing by hard-working individuals. We could focus on neighborhoods in Colorado so as to avoid alienating our current client base who identifies well with that geographic region. We can focus on increasing sales to current consumers and use their influence to spread desirability of our product. Concurrently, since 70% of our customer base is 40 or older, challenging their taste selection can be viable. The idea is that as one…
Light beer was a newer, fast growing and the only beer category demonstrating consistent growth in on premise locations: restaurants and bars. Light beers appealed to younger drinkers overall, and women, both groups that frequented these locations. Chirrs Prangel MMBC management believed Mountain Man’s recognition could translate into a meaningful share of the light beer market and hoped that in turn, Mountain Man Light’s popularity could boost the sales of Mountain Man Lager.…
This market segment provides a profitable opportunity for Mountain Man to expand into market segments, such as female market and younger beer drinkers.…
Heineken N.V, one of the most famous beer brewery in the world, with superior quality and taste, lately is experiencing a decreasing of the sales volume and a differentiation of its brand perception across the globe. To address these issues, Heineken has commissioned two marketing studies, Comet and Mosa projects, in order to analyse reasons and causes of such matters. Analysing the reports and the market…
Coopers Brewery has had a successful journey from its humble beginnings to it third tier position in duopolistic competing market. Coopers has not existed without its share of disturbances and risk of been taken over by a larger global player, however Coopers managed to defend itself. Coopers has positioned itself in a highly competitive market with a differentiated brand and product that has captured a niche market. Coopers has also successfully integrated a high value chain which in turn captures the essence of Coopers at the same time delivering value at multiple stages. In order for Coopers to stay competitive in the future, Cooper’s differentiation strategy can translate into new emerging markets and changing customer tastes for beer and deliver beer to new niche market segment.…